OD PROCESSESS
(SESI 2,3)
Dodi Irawanto
Adopted from Ashis presentation (2005)
OD Defined
Organization Development is an effort (1) planned, (2)
organization-wide, and (3) managed from top, to (4) increase
organization effectiveness and health through (5) planned
interventions in organizations processes, using behavioralscience knowledge. Beckhard, 1969
Organization Development is a process of planned change change
of an organizations culture from one which avoids an examination
of social processes (especially decision making, planning and
communication) to one which institutionalizes and legitimizes this
examination. Burke & Hornstein, 1972
Organization Development is a systematic application of behavioral
science knowledge to the planned development and reinforcement
of organizational strategies, structures, and processes for
improving an organizations effectiveness. Cummings & Worley, 1993
Organization development is a planned process of change in an
organizations culture through the utilization of behavioral science
technologies, research, and theory. Burke, 1994
History of OD
(1) T-Group (Laboratory Training) participants
learn from their own actions and the groups
evolving dynamics
(2)
Developing
reliable
questionnaires,
collecting data from personnel, analyzing it for
trends, and feeding the results back to
everyone for action planning
(3)
Diagnosing, taking action, re-diagnosing
and taking new action
(4) Integrate social requirements of employees
with technical requirements needed to do work
Models and theories
Change is a three-stage process
Stage 1- Unfreezing the old behavior/ situation
Stage 2
- Moving to a new level of behaviors
Stage 3
- Refreezing the behavior at the new
Kurt Lewin
Edgar Schein modified this theory by specifying
psychological mechanisms involved in each
stage
Later Ronald Lippitt, Jeanne Watson and Bruce
Westley expanded this model into seven-stage
model
Models and theories
Contd..
Seven stage model representing the consulting pro
Phase 1 Developing a need for change.
Phase 2 Establishing the change relationship.
Phase 3 Diagnosing the client systems problem.
Examining alternative routes,
establishing goals and intentions of
action.
Phase 5 Transforming intentions into actual change
Phase 4
Phase 6 Stabilizing change.
Phase 7 Achieving a terminal relationship.
Models and theories
Contd..
[Link] culture track
[Link] management skills track
Ralph Kilmann
[Link] team-building track
[Link] strategy-structure track
Five
critical
leverage
points
[Link] reward system track
(tracks)
for
organization
Track 1 : Enhances trust, communication, information
change
sharing
Track 2 : Provide new ways of coping with complex
problems
Track 3 : Infuses new culture and updated
management skills
Track 4 : Develops
revised
strategy
for Electric, Xero
AT&T, Eastman
Kodak,
Ford,plan
General
Models and theories
Contd..
The Burke-Litwin Model of Organizational C
Warner Burke First
order change (Transactional change)
Change
Second order change (Transformational ch
OD interventions directed towards structure,
management practices, and systems (policies &
procedures) result in first order change.
OD interventions directed towards mission and
strategy, leadership, and organization culture
result in second order change.
Models and theories
Contd..
Transformation
al factors
Transactional
factors
Models and theories
Contd..
Porras & Robertson Model
of Organizational Change
Jerry Porras Peter Robertson
OD interventions alter features of the work
setting
causing
changes
in
individuals
behaviors, which in turn lead to individual and
organizational improvements.
1 Organizing arrangements
Work setting factors
Social factors
Physical setting
Technology
Models and theories
Contd..
Organizing
arrangements
Goals, strategies,
structure, policies,
procedures
Social Factors
Culture, management
style, informal
networks, individual
attributes
Physical Settings
Space configuration,
physical ambiance
Technology
Systems Theory
Organizations are open systems in
active exchange with their
environment
The Congruence Model
David A. Nadler
Systems Theory
Contd..
Sociotechnical Systems Theory (STS)
All organizations comprised of two
interdependent systems:
1. Social system
2. Technical system
Eric Trist
To achieve high productivity and employee
satisfaction, organizations must optimize both
systems.
Changes in one system affect the other
system.
Participation & Empowerment
Participation in OD programs is not restricted to
elites or top people; it is extended broadly
throughout the organization.
Increased participation and empowerment have
always been central goals and fundamental
values of OD.
Participation
enhances
empowerment
and
empowerment in turn enhances performance.
Empowerment is the key to getting people to
want to participate in change.
